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PDP - Chris Walker - Innerwealth Consulting



Performance Development Program is an integral part of Chris Walker Culture...
LCM PROCESS




                  How does         Individual     How does         Team or
Task list job
description      ...
Performance Development System

We are proud to introduce the new Performance development Programme which we believe will ...
Table of Contents




Goals of the System

To develop and implement a personal development programme which will move peopl...
Step 1 Prior to an interview

A discussion should take place with the participant prior to the interview to inform them ab...
During the review both parties will focus on the points that are not so strong (e.g. what they are) and how they
can be st...
STEPS TO AN EFFECTIVE PERFORMANCE DEVELOPMENT INTERVIEW



What is a Performance Development Programme?

In it's broadest ...
Effective feedback involves sharing information rather than giving advice, the receivers are free to
•
    decide for them...
PERFORMANCE DEVELOPMENT PROGRAMME

PURPOSE: To enhance operations, improve productivity and maintain high levels of commun...
TASK FORM
                Job Description



                              Daily   Weekly   Monthly   Yearly
LIST OF TASKS
TASK FORM
                Job Description



                              Daily   Weekly   Monthly   Yearly
LIST OF TASKS
TASK FORM
                Job Description



                              Daily   Weekly   Monthly   Yearly
LIST OF TASKS
PERFORMANCE DEVELOPMENT PROGRAMME: REVIEW

PURPOSE:.. To enhance operations, improve productivity and maintain high levels...
PERFORMANCE DEVELOPMENT PROGRAMME: REVIEW

PURPOSE:.. To enhance operations, improve productivity and maintain high levels...
HOW TO HANDLE INDIVIDUAL EMPLOYEE GRIEVANCES


1.   INTERVIEW THE EMPLOYEE

        Hear the grievance as soon as convenie...
GRIEVANCE AND DISPUTE SETTLING PROCEDURE

All employees covered by Rainsfords Pty Ltd. Certified Enterprise Agreement 1995...
GLOSSARY

1.   CAN DO ATTITUDE - employee's attitude towards own job and adding value to the company.

2.   ACCURACY - the...
25. RAPPORT WITH OTHERS - INTERNAL/EXTERNAL - An empathetic approach to relationships or
    an understanding of others.

...
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Performance development Program - Inenrwealth Corporate Development

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PDP is a self assessment tool created by Chris Walker as part of the culture development and change process for organisations and communities.

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Transcript of "Performance development Program - Inenrwealth Corporate Development"

  1. 1. PDP - Chris Walker - Innerwealth Consulting Performance Development Program is an integral part of Chris Walker Culture of Human Potential program. There a are two fabulous steps in this PDP process The first is a challenge to people to consider their personal goals, objectives, reasons, purpose, intentions and outcomes from work. This diversified approach to individual performance acknowledges that: A/ One shoe does not fit all in good teams and that individuals come to work at varying stages of personal ambition. B/ That ambition in itself is not the core driving force for self motivation. It is in fact the link between what one is doing and what one wants to be doing. C/ Observation that supervision over those people who have a strong link between what they are doing and what they would love to be doing is minimal. LCM - Process Stage 1. Short, fun internal workshops are run to encourage individuals to consider their personal objectives in life, work, career, financial and health. This is vision setting. Stage 2. If there is a team vision in place, or for smaller organizations a group vision, goals etc. This is distributed to each individual in the program. Stage 3. Short, fun, internal workshops are run to encourage individual to link their personal goals with their job description task list, and then their task list with team goals. Coaching is given to help individuals bridge these areas. Outcome Self motivation increases. Supervision cost decreases Health and time out costs decrease Motivation and Loyalty increase.
  2. 2. LCM PROCESS How does Individual How does Team or Task list job description each item in Vision, each item in group vision, your Task list dreams, your Task list dreams help you get outcomes hep the team outcomes each item in goals get each item goals your vision itʼs vision list? list?
  3. 3. Performance Development System We are proud to introduce the new Performance development Programme which we believe will be mutually rewarding to both employee and employer. The goal of this program is To develop and implement a personal development programme which will move people to higher levels of skill and achieve greater job satisfaction, whilst achieving company goals With this goal our aim is constant and continuous improvement for both employee and the organization in moving toward the company's long term vision, mission and goals and to reward the individual through recognition and personal development. The process of the PDP is not complex and should be fully explained before implementation. Each appraisal is done individually and is a special opportunity to develop plans for the future.
  4. 4. Table of Contents Goals of the System To develop and implement a personal development programme which will move people to higher levels of skill and achieve greater job satisfaction, whilst achieving company goals. Objectives of the System The process will add value to the employee and the employer The process will reflect recognition The process will support career development The process will highlight skill development needs for the individual in keeping pace with business development The process will be a structure in which interpersonal communication is supported The process will inform the employee of how they are going in the perception of the direct report relative to expectation The process will help to attract and retain quality people What the process will not do The process is not to be a conflict resolution tool The process is no more than a supportive tool for the coaching employees and giving regular feedback The process is not management by objectives The process does not include Key Performance indicators. It is expected that these are managed and implemented under a separate cover The process is not informal and unstructured The process is not used as a termination tool The process is not designed to be used as a salary review .1 The Program Shall not be used to discriminate against any person on the basis of race, gender, culture, origin, physic disability, age, pregnancy, marital status. Political opinion etc. Use of the PDP respects the right of individuals to seek arbitration Implementation will ensure that correct documentation definition and guidelines will be given to all participants The system will operate for at least 8 review periods before modification Privacy, security, and confidentiality will be respected .2 Operating guidelines 4 review conducted each year arbitration process will be clearly defined One person will coordinate the reviews All files will be held in a central, secure file .3 Steps to be followed
  5. 5. Step 1 Prior to an interview A discussion should take place with the participant prior to the interview to inform them about the PDP process. A time and date for the interview should be made at this time. At least one weeks notice should be given. Step 2 Task form… Job Description It is wise to ask the employee to complete the job task description in advance of the first interview. This form needs to list the tasks performed by the employee on a daily, weekly and monthly basis. (note this is a once off requirement) Step 3 Performance development Programme sheet Along with the task description form the employee will be given the PDP form On this form there will be 35 attributes where the participant is to conduct a quot;Self Evaluationquot; positioning themselves on a scale of one to five against the listed attributes. The participant is to keep the two sheets until the time of the interview Step 4 The interview Process The direct report is now to conduct the Performance Development Programme interview. At this time the interviewer is to receive Completed task form Completed PDP self evaluation The direct report is to fill in a separate form for the individual and mark the column Direct Report Evaluation appropriately In the interview each point attribute needs to be compared by laying the two sheets on the table. Where disagreement exists, discussion needs to take place until a compromise is reached or if an impass is reached an agreement for arbitration is reached Report Attribute Self All attributes must be completed Note: the attributes may not be the same provided both parties agree with the outcome of that attribute. Both parties will need to work on the issue to gain agreement. If both parties agree on the attribute little discussion needs to take place on that attribute This part of the appraisal is now completed. STEP 5. Performance Development Programme: REVIEW From the Performance Development Programme you would have identified points that are strong points and points that are not so strong.
  6. 6. During the review both parties will focus on the points that are not so strong (e.g. what they are) and how they can be strengthened (e.g. by doing the following……) and listing them. NOTE: When discussing how the not so strong points can be strengthened, try to probe for the answers and solutions rather than you giving a one way solution. After focusing on the points that are not so strong - we must focus on the major strong points, what they are, and how can they be used more effectively (e.g. by doing the following…..) and again listing them. STEP 6. Overall Evaluation This is the last stage of the performance Development Programme - the Overall Evaluation. The Group Leader needs to ascertain where the Participant is currently on the scale after the interview and score them accordingly. There are six different evaluation levels to mark from out of a total of 140 score. Unacceptable = 35-49 • Improvement is essential = 50-69 • Fair = 70-83 • Good = 84-104 • Good working above expectation = 105-118 • Outstanding = 119-140 • An evaluation must be given.. STEP 7. CLOSURE After completion of the Performance Development Programme, the form is to be signed by both parties (do not force the participant to sign the form if do not wish to). Ask if they have any further questions in relation to their review, etc. A time and date should be set for the next interview. Thank the participant for attending the interview. Send the full Performance Development Programme back to the Personnel Department for holding. The form will be redistributed direct to Group Leader at the next review time. NOTE: Any one interview should take no longer than 30 minutes.
  7. 7. STEPS TO AN EFFECTIVE PERFORMANCE DEVELOPMENT INTERVIEW What is a Performance Development Programme? In it's broadest sense a Performance Development Programme is the continual process of evaluating the performance of individual employees. This interview should not only focus on behavior with a view of improvement of the employees in order to increase that persons job satisfaction and value to the company and community. Format The Format was developed specifically to suit Rainsfords culture and needs. The technique is what is know as 'Self Evaluation' where the participant responds to a series of attributes and rates themselves accordingly. The Group Leader then discusses with the participant the 'Self Evaluation' and in a separate column rates the participant to what the Group Leader believes correct. When Conducting an Interview In the interview, the participant may start out listening to the Group Leader provide an interview of performance but then take a more active role in determining what and how performance improvements can be made (problem solving) and then concluding with an agreed upon method for improvement (e.g. training) Preparation in advance is always a good idea. Familiarize yourself with the job description, the written report (e.g. 'self evaluation') and the employees strengths and not so strong points. Make the purpose, process and result of the interview clear, e.g. to assist the participant's performance and thus benefit the organization. By informing the employee from the beginning what will happen in the interview, it reduces the participants uncertainty and at the same time some of their questions may be answered. The participant should be praised for any good work performance, using examples where possible. Avoid the situation where the employee expects criticism of something else to follow. Any area where the participant's performance is lacking, need to be discussed openly (in detail) using examples where possible. The area of discussion may be sensitive, but it is necessary for the interview to be effective. Interview Effectiveness Aspects of the interview necessary to facilitate the effectiveness of the Performance Development Programme interview include: High levels of employee participation. This increases the participant's acceptance of the Group • Leader's interview and enhances satisfaction. Group Leader's support of and trust in the participant's help increase openness of the interview and the • participant's acceptance of the interview and Group Leader. Open two-way discussion of performance and/or problems and joint problem solving can increase the • participant's performance. Provision for effective feedback rather than criticism should enhance the quality of the Group Leader- • participant relationship and the participant's performance. Effective Feedback Whether negative or positive, feedback is not always easy to provide to employees, the following are a few examples to effective feedback: Effective feedback should be specific rather than general. • Effective feedback is focused on behaviour rather than the person. It is important to refer to what the • person does rather than what the person seems to be.
  8. 8. Effective feedback involves sharing information rather than giving advice, the receivers are free to • decide for themselves on the changes to make in accordance with their own needs. Effective feedback also takes into account the needs of the receiver of the feedback, it can be • destructive when it serves only the interviewer's needs and fails to consider the needs of the person on the receiving end. Effective feedback is well-timed. Immediate feedback is useful, depending on the participant's • readiness to hear it, and the support available at that time. Effective feedback also involves the amount of information given at one time, overloading the • participant reduces the possibility that they will use it effectively. Effective feedback must be checked to ensure clear communication. •
  9. 9. PERFORMANCE DEVELOPMENT PROGRAMME PURPOSE: To enhance operations, improve productivity and maintain high levels of communication and motivation. NAME:......... DATE: POSITION/JOB TITLE: GROUP LEADER: ATTRIBUTE SELF EVALUATION GROUP LEADER EVALUATION 1 Can do attitude 2 Accuracy 3 Alertness 4 Job Knowledge 5 Product/technical ability 6 Ability to communicate 7 Team co-operation and support 8 Quality of work 9 Productivity 10 Responsibility and accountability 11 Consistency 12 Dependability and follow through 13 Data confidentiality 14 Initiative and drive 15 Self development 16 Creativity 17 Job confidence 18 Offers solutions 19 Accepts feedback 20 Integrity 21 Adaptability and flexibility to change 22 Results focused 23 General appearance/grooming 24 Friendliness and cheerfulness 25 Rapport with others-internal/external 26 Courtesy and consideration 27 Motivation and enthusiasm 28 Housekeeping 29 Job satisfaction 30 Recognition RATING: 1 = POOR, 2 = FAIR, 3 = GOOD, 4 = VERY GOOD
  10. 10. TASK FORM Job Description Daily Weekly Monthly Yearly LIST OF TASKS
  11. 11. TASK FORM Job Description Daily Weekly Monthly Yearly LIST OF TASKS
  12. 12. TASK FORM Job Description Daily Weekly Monthly Yearly LIST OF TASKS
  13. 13. PERFORMANCE DEVELOPMENT PROGRAMME: REVIEW PURPOSE:.. To enhance operations, improve productivity and maintain high levels of communication and motivation. NAME:......... DATE: POSITION/JOB TITLE: GROUP LEADER: MAJOR POINTS THAT ARE NOT STRONG MAJOR STRONG POINTS 1 1 2 2 3 3 4 4 AND THESE CAN BE STRENGTHENED BY AND THESE CAN BE USED MORE DOING THE FOLLOWING: EFFECTIVELY BY DOING THE FOLLOWING: 1 1 2 2 3 3 4 4 5 5 OVERALL EVALUATION 35-49 50-69 70-83 84-104 105-118 119-140 Unacceptable Improvement is Fair Good Good work Outstanding essential well done SIGNED BY: DATE: GROUP LEADER: PARTICIPANT: Please sign this form as proof of your acceptance regarding a true and accurate interview.
  14. 14. PERFORMANCE DEVELOPMENT PROGRAMME: REVIEW PURPOSE:.. To enhance operations, improve productivity and maintain high levels of communication and motivation. NAME:......... DATE: POSITION/JOB TITLE: GROUP LEADER: MAJOR POINTS THAT ARE NOT STRONG MAJOR STRONG POINTS 1 1 2 2 3 3 4 4 AND THESE CAN BE STRENGTHENED BY AND THESE CAN BE USED MORE DOING THE FOLLOWING: EFFECTIVELY BY DOING THE FOLLOWING: 1 1 2 2 3 3 4 4 5 5 OVERALL EVALUATION 35-49 50-69 70-83 84-104 105-118 119-140 Unacceptable Improvement is Fair Good Good work Outstanding essential well done SIGNED BY: DATE: GROUP LEADER: PARTICIPANT: Please sign this form as proof of your acceptance regarding a true and accurate interview.
  15. 15. HOW TO HANDLE INDIVIDUAL EMPLOYEE GRIEVANCES 1. INTERVIEW THE EMPLOYEE Hear the grievance as soon as convenient possible. • Establish the facts: what, where, who, how, when and why? • 2. ISOLATE FACT FROM OPINION Use only facts to solve the problem. • Beware of opinions or assumptions which are stated as facts. • 3. CHECK THE FACTS Talk to witnesses. • What written evidence is there? • What written rules apply, e.g. company policy, awards, enterprise agreements. • Talk with other supervisors and managers. • Are there any precedents? • Consider your own experience of the problem. • 4. KEEP THE EMPLOYEE INFORMED Make sure the employee is informed at all times of progress. • 5. ESTABLISH YOUR POSITION Is the issue within your area of responsibility. • At what point can you no longer handle the grievance. • Can or can't you concede? • 6. ANALYZE THE PROBLEM Weigh and decide on the facts. • Can the grievance be settled quickly - inform the employee. • Seek alternative solutions. • Don't state your position or decide too early. • Beware of general questions. Clarify the specific details which require an answer. • 7. KEEP CONTROL Stick to the problem at hand. • Keep to the facts. • Don't be drawn into an argument. • 8. LISTEN CAREFULLY There may be information of which you are unaware. • Find the real issue. The grievance may be a symptom of something else. • Comments by the employee may reveal attitudes or motives which may help resolve the grievance. • 9. REACHING AGREEMENT If resolution can be achieved, check that all parties involved clearly understand the terms of • agreement. 10. FOLLOW UP A matter is not resolved until the terms of resolution are acted upon by those involved. • Don't assume you have been successful just because the employee has left your office saying he/she is • happy with the outcome.
  16. 16. GRIEVANCE AND DISPUTE SETTLING PROCEDURE All employees covered by Rainsfords Pty Ltd. Certified Enterprise Agreement 1995 - Kinsgrove or the Rainsfords Pty Ltd Riverwood Distribution Centre Enterprise (State) Award 1995 should refer to that agreement for the Grievance and Dispute Settling procedure. If a copy is not available, a copy is located in the Personnel Department. The following procedure should be observed for handling grievances and for settling disputes for the employees not covered by the above Certified Enterprise Agreements. STEP 1. In the first instance the employee shall discuss the problem with their immediate supervisor. STEP 2. If the matter is not resolved, the employee and the Supervisor shall discuss the problem with the department manager. STEP 3. If the problem is still not resolved, then it should be discussed with the Personnel Officer. STEP 4. Their discussions should take place within a 24 hour period or such other periods as agreed. NOTE: Whilst the procedure is being followed work by all parties shall continue as normal
  17. 17. GLOSSARY 1. CAN DO ATTITUDE - employee's attitude towards own job and adding value to the company. 2. ACCURACY - the preciseness of the employees work standards, knowledge, attention to detail, information and elimination of errors. 3. ALERTNESS - employee is attentive, observant, careful towards company rules, procedures, job description and other employees. 4. JOB KNOWLEDGE - what understanding does the employee have about their job, and expectations thereof/ 5. PRODUCT/TECHNICAL ABILITY - the employees ability to use (trained) skills in the job function e.g. computers, machinery, equipment, etc. 6. ABILITY TO COMMUNICATE - ability to speak out and discuss matters and to be able to understand others point of view or situation. 7. TEAM CO-OPERATION AND SUPPORT - to be able to work as a team member effectively and reliably. 8. QUALITY OF WORK - what is the quality if the employees work. 9. PRODUCTIVITY - how proficient is the employee in terms of their output, work rate or capacity. 10. RESPONSIBILITY AND ACCOUNTABILITY - does the employee take responsibility and accountability for themselves, their own work and for their team. 11. CONSISTENCY - reliability of set standards of performance, congruent with their work. 12. DEPENDABILITY AND FOLLOW THROUGH - can employee set and meet deadlines, can employee be relied upon in all work related circumstances. 13. DATA CONFIDENTIALITY - does the employee retain and maintain confidentiality. 14. INITIATIVE AND DRIVE - seeking new ways to improve own and set company work standards. Ability to work without supervision. 15. SELF DEVELOPMENT - does the employee believe in, and participate in self development e.g. training, higher education, in both work and leisure time. 16. CREATIVITY - has the ability to show imagination and/or originality. 17. JOB CONFIDENCE - full understanding of the job role, and taking full control to meet set performance standards. 18. OFFERS SOLUTIONS - proactive problem solver. Supports every complaint or problem with a suitable solution. 19. ACCEPTS FEEDBACK - is able to accept and act upon constructive feedback. 20. INTEGRITY - e.g. maintain company principles founded on honesty. 21. ADAPTABILITY AND FLEXIBILITY TO CHANGE - able to adapt to new situations, employees, environmental and technological changes and changes in company policies and procedures. 22. RESULTS FOCUSED - being able to see the big picture and striving to achieve a set outcome. 23. GENERAL APPEARANCE/GROOMING - e.g. neat, clean and tidy appearance at all times. 24. FRIENDLINESS AND CHEERFULNESS - displayed to customers internal and external to the company.
  18. 18. 25. RAPPORT WITH OTHERS - INTERNAL/EXTERNAL - An empathetic approach to relationships or an understanding of others. 26. COURTESY AND CONSIDERATION - does the employee display kindness and politeness to others. 27. MOTIVATION AND ENTHUSIASM - does the employee posses a willingness and eagerness towards their job. 28. HOUSEKEEPING - tidy and clean environment e.g. desk, office, etc. 29. JOB SATISFACTION - job direction and fulfillment. 30. RECOGNITION - has the employee had high standards of performance identified and appropriately acknowledged by their immediate superior. 31. BENEFITS SATISFACTION - e.g. canteen facilities, superannuation, etc. (not including salary) 32. ATTENDANCE - does employee have a satisfactory attendance record. 33. PUNCTUALITY AND PROMPTNESS - to meetings, discussions, to arrive to work on time and respond to deadlines by or prior to set dates. 34. HEALTH AND SAFETY - does the employee work in a safe and healthy manner, and possess a health and safety conscious attitude towards themselves and others. 35. LOYALTY AND DEDICATION - to the company and it's success, to their job and other workers.

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